1Ashish Verma,1Pramod Kumar Singh, 1Ram Chandra Shukla, 1Mohammad Sharoon Ansari, 1Manish Indal, 1Jyoti Dangwal, 1Harsh Anand Singh

1Department of Radiodiagnosis and Imaging, Institute of Medical Sciences, Banaras Hindu University

Background:

Interventional radiology (IR) services are now quint-essential to any hospital offering even basic health-care facilities. Ranging from diagnostic to therapeutic intervention, IR procedures find application in all walks of medical and surgical practice. The speciality is however still evolving from it’s infancy in most Asian nations and a systematic initial planning seems to be the only way to build up a robust IR unit offering quality services. Further such a facility would also be an integral component of teaching and research programs in a hospital offering radiology residency and/or doctoral programs. This clinico-scientific paper is a transcript of our experience while building up a new IR unit from scratch, in our university-based tertiary care teaching hospital using the principles of planning management. We submit that a prospective understanding of these management strategies, apart from an insight into the depths of targeted procedures to be performed in future, forms the basis of a clean successful procedure by even the most expert interventional radiologist.

Material(s) and Method(s):

In our planning stage we started with an interactive and dynamic LEAN START-UP MODEL which eventually initiated our intent of creating a financially self-sustaining IR unit. Inputs from the AGILE and WATERFALL models were also surrogated at stages.

Result(s):

The proposal of making an IR suite in this department, which erstwhile offered only basic diagnostic intervention apart from imaging services was initiated in 2018 and completed in 2019. Since its inception this unit has performed more than 500 cases in a short span of 1 year. This included high-end therapeutic interventions like coil-embolization to basic diagnostic catheter angiographies. However, an interesting addition to this was an improvement in outcome of our diagnostic samplings and basic drainage procedures..

Conclusion(s):

Non-inclusion of the feedback of physicians who would actually be performing the procedures, in the planning and procurement stage may lead to missing of fine details which later act as a hinderance in daily work-flow. On the other hand, involvement of a physician who is not conversant with basic planning models and techniques can lead to creation of a smoothly functioning and successful IR unit. Notably this experience seems to be very important as unlike diagnostic radiology time of improvisation in an interventional radiology unit is very limited.